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The Logic of Deferring the Design Process
In: Adaptive Evolutionary Information Systems
Deferred System's Design: Countering the Primacy of Reflective IS Development with Action-Based Information Systems
In: Adaptive Evolutionary Information Systems
Deferred System's Design: Countering the Primacy of Reflective IS Development with Action-Based Information Systems
In: Adaptive Evolutionary Information Systems
Deferred System's Design: Countering the Primacy of Reflective IS Development with Action-Based Information Systems
In: Adaptive Evolutionary Information Systems, S. 1-28
The Logic of Deferring the Design Process
In: Adaptive Evolutionary Information Systems, S. 125-150
The Logic of Deferring the Design Process
In: Adaptive Evolutionary Information Systems
Web‐based information systems development and dynamic organisational change: The need for development tools to cope with emergent information requirements
In: Journal of enterprise information management: an international journal, Band 23, Heft 3, S. 365-377
ISSN: 1758-7409
PurposeThis paper aims to examine the contextual issues relating to the problem of developing web‐based information systems for emergent organisations.Design/methodology/approachThe study employs an action research approach to understand and develop an analytical development tool for web developers. It postulates that existing methods are inadequate in coping with sudden and unexpected changing characteristics within the organisation. The theory of deferred action is used as the basis for the development of an emergent analytical development tool. Many tools for managing change in a continuously changing organisation are susceptible to inadequacy.FindingsThe insights proposed are believed to assist designers in developing functional and relevant approaches within dynamic organisational contexts.Originality/valueThe analytical development matrix assists web developers in emergent organisations to develop web‐based information systems.
Evaluating information technology in dynamic environments: a focus on tailorable information systems
In: Logistics information management, Band 12, Heft 1/2, S. 32-39
ISSN: 1758-7948
The question of evaluating evolutionary information systems is problematic because of the diverse range benefits and costs, which display differing natures. Increasingly, information systems have to cope with changing organisational needs that are further complicated by the limitations of "traditional" investment appraisal techniques. The complex interaction between the use of information technology (IT) and its changing organisational setting requires organisations to address how investments in IT/information systems should be evaluated. In this paper the authors consider the problem of evaluating IT/IS investments in dynamic organisational environments with a particular focus on tailorable information systems and the deferred systems design philosophy.
Managing emergent knowledge through deferred action design principles: The case of ecommerce virtual teams
In: Journal of enterprise information management: an international journal, Band 24, Heft 5, S. 424-439
ISSN: 1758-7409
PurposeThe aim of this paper is to examine empirically the relevance of the theory of deferred action for knowledge management systems (KMS) design in practice.Design/methodology/approachThe study adopts a case study approach to examine knowledge work and knowledge management in virtual teamwork in a large UK telecommunications company to understand the occurrence of emergent knowledge and how it is managed by virtual team leaders. The section in the company studied is described as a "knowledge intensive organization" dealing with the company's e‐commerce activities.FindingsThe analysis confirms the complex adaptive system hypothesis – a complex system adapts to its environment through self‐organization. The data reveal the behaviour of the virtual team to be self‐organizing and adaptive to its environment. It confirms the knowledge tacitness hypothesis and social embeddedness of knowledge hypothesis as important determinants of knowledge sharing. Specifically, the data reveal the main issues concerning knowledge sharing practices of virtual team workers and the crucial team leader's role in the effectiveness of the teams' capability to develop social links to externalise and share tacit knowledge to accomplish tasks.Research limitations/implicationsIn this paper, the authors contribute "emergent knowledge" as a third category of organizational knowledge in addition to the existing tacit and explicit knowledge that needs to be considered when designing KMS. It also derives socio‐technical systems design principles based on the theory of deferred action, and a tentative development process with metrics is then proposed for KMS design that caters for emergent, tacit, and explicit knowledge.Practical implicationsExisting models such as the SECI model do not acknowledge emergent knowledge or its conversion into explicit knowledge. The theory of deferred action is invoked to derive design principles, termed deferred systems design principles, to depict how explicit knowledge, tacit knowledge, and emergent knowledge can be represented to design knowledge management systems for "emergent organizations".Originality/valueThe study contributes to the limited research and lack of consideration of emergent knowledge as an integral part of organizational knowledge, especially in an era of emergent organizations.
Theory of deferred action: Agent‐based simulation model for designing complex adaptive systems
In: Journal of enterprise information management: an international journal, Band 23, Heft 4, S. 521-537
ISSN: 1758-7409